The aim of this study was to explore the experiences of employees in the social care sector regarding servant leadership. Eight employees were interviewed, and the interviews were transcribed. Subsequently, a thematic analysis of the material was conducted. Four themes were identified: "Diverse functions of communication", "Clarity and expectations across professional roles", "Diverse pathways to development anchored in psychological safety",  and "Interpersonal relationships”. Each theme comprised two to four sub-themes. The employees perceived communication through dialogue as pivotal for a functional relationship with their manager. It served not only as a means to address and resolve issues but also as a tool for relationship-building. Furthermore, the employees discussed their differing expectations on the manager and of themselves. The aspect of trust-based leadership, where the manager is less controlling and provides greater autonomy, was experienced as both beneficial and stressful. The latter was interpreted as a consequence of unclear expectations, leading to performance anxiety. Limited financial resources were perceived as a barrier to development, although this was not attributed to the manager but rather seen as a consequence of political decisions made at higher levels of governance. Trust was perceived as fundamental for fostering a positive relationship between the manager and employees.